In this paper we propose and implement an integral approach to corporate environmentalism. Our integral model accounts not only for corporate environmentalism motivation and conception but also for corporate environmentalism mode and speed of implementation. A broad range of identified corporate environmentalism dimensions helps characterize five basic groups of companies we propose to name “non-compliers,” “legalistic incrementalists,” “greenwashers,” “incremental innovators,” and “radical innovators.” We then seek to empirically verify the soundness of the proposed integral typology by surveying a large sample of Slovenian manufacturing companies.
The significant challenge of trying to simultaneously manage social, environmental and financial performance is one of the most critical challenges in the field of corporate sustainability. This paper explores how large, complex, for-profit organizations are actually integrating this challenge into decision-making and implementing sustainability. Based on field research with interviews at Nike, Procter & Gamble, The Home Depot and Nissan North America, the study specifically investigates how managers at various levels are making the trade-offs and simultaneously managing social, environmental and financial performance. We find that, while the companies' informal systems strongly promote sustainability, their formal systems seemingly have a very traditional focus on financial performance. But, the managers operating under these paradoxical systems do not believe these systems to be in conflict, and they do not perceive a high level of tension. They recognize the financial value of stakeholder reactions to social and environmental performance, and this minimizes the magnitude of the loss in a “win-lose” scenario, or, when the value of these impacts exceeds the cost of an initiative, turns it into a “win-win” scenario.
Housing conditions vary widely across the EU and the fact that new member-states are lagging behind in this regard has even come onto the European policy agenda. This article examines housing conditions as an outcome of complex social developments and highlights specific reasons why housing conditions vary so much within the EU. Thus the specific impact is observed of factors which have been identified in the literature as characterising distinctive housing models: the eastern European housing model, the southern European housing model and the distinction between cost-renting and homeowning countries. Further, the impact of these factors, along with general socioeconomic development, is empirically assessed by a linear regression model based on the EQLS 2003 dataset. The results clearly support the thesis of economic development playing a decisive role, with it being the biggest single factor explaining variations in housing conditions across the EU, followed by the significant influence of policy choice and the incidence of family support.
Paper is suggesting the methodology for measuring the abilities of the tourism stakeholders, to adjust to the global changes. The paper makes a significant step in holistic and dynamic understanding of tourism destination competitiveness. Authors define 81 indicators of change that have an important impact on tourism development. Indicators are divided in 6 groups: sustainable development, marketing, crisis management, climate change, innovations, product development and education. Data are analysed using the IPA framework. Results showed that Slovenian tourism stakeholders are relatively well responding on the global changes in the fields of sustainable tourism development, marketing, innovations and product development, while they are passive in their reactions towards the questions tackling the issues of climate change. Tourism stakeholders in Slovenia are not responding on the questions of education and crisis management in tourism. Suggested methodological framework can be used on the cases of other countries and is good methodological tool for comparative studies.
Most companies today have some commitment to corporate social responsibility, but implementing these initiatives can be particularly challenging. While a lot has been written on ethical and strategic factors, there is still a dearth of information on the practical nuts and bolts. And whereas with most other organizational initiatives the sole objective is improved financial performance, sustainability broadens the focus to include social and environmental performance, which is much more difficult to measure. This is the ultimate “how-to-do-it” guide for corporate leaders, strategists, academics, sustainability consultants, and anyone else with an interest in actually putting sustainability ideas into practice and making sure they accomplish their goals.